How to Cope with the Temporary Insanity of Founding a StartUp

   | Published On: November 8, 2017

Let’s put founding a startupĀ in context. You have a greater chance of summiting Everest (29%) than building a successful company (10%). Given these odds I often think being an entrepreneur or founder takes extremes of psychological, emotional and cognitive reserves – or what I call temporary insanity šŸ˜‰.

This temporary insanity is caused by a number of both external and internal factors.Ā There is considerable uncertainty, extremely low margins of error, high incidence of interpersonal conflict with co-founders, venture capitalists and team members, and a very, very high risk of failure. The power of these ā€˜settingsā€™ are exacerbated by the founder CEOs temperament and drive. Most have a deep sense of passion and purpose, and a significant personal investment in their idea and its impact. Their singularly focus means they donā€™t always cultivate the social networks that might help them adapt and cope. They are often asked to perform in areas where they may not have skills (hiring, sale-motions, finance and leadership), and, in my experience, often question their role as CEO–the label can carry considerable baggage fueling self doubt and a lack of confidence.

So how do you cope with the madness? Take a look at this short video on how founders and startup CEO’s can manage the craziness of building a business by activating the ordinary magic of resilience.



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